Introductionto projectmanagement
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- 1. Introduction to Project Management Malcolm Kear EFTS/EODI
Training Programme Wednesday, 10 June 2009
- 2. Course Objectives To provide participants with: An awareness
of the importance of applying good practice Project Management in
projects of any size. An understanding of essential elements,
including the Leadership Role of the Project Manager, Project
Planning, Risk Management and Stakeholder Engagement. An
understanding of the principle elements of design control to be
applied within projects at Culham.
- 3. Culham Challenges What are the particular technical
challenges facing projects at Culham? Research environment
requirements may be hard to define and may change producing one or
a few items rather than production line Uncertainties of leading
edge R&D solutions may have to be developed, including possibly
new technologies first of a kind so planning and estimating is
difficult Need to balance the desire to get maximum performance
versus achieving acceptable reliability/availability
- 4. Culham Challenges What are the particular management
challenges facing projects at Culham? Requirements hard to define
and may evolve Risk Management (all aspects) crucial but difficult
Cross functional team composition Competing pressures on resources,
e.g. design office Working with scientific organisations not used
to project and QA disciplines planning may be poor Collaborative
agreements rather than contracts Political - EC funding
requirements Growing funding pressures due to ITER
- 5. What is a Project? Unique process consisting of a set of
coordinated and controlled activities with start and finish dates,
undertaken to achieve an objective conforming to specific
requirements, including constraints of time, cost, quality and
resources A Project is a planned set of activities A Project has a
scope A Project has time, cost, quality and resource
constraints
- 6. What is Project Management? The art of organising, leading,
reporting and completing a project through people
- 7. What is Project Management? A project is a planned
undertaking A project manager is a person who causes things to
happen Therefore, project management is causing a planned
undertaking to happen.
- 8. Exercise 1 Write down three attributes of a good Project
Manager
- 9. Project Manager Role A Good Project Manager Takes ownership
of the whole project Is proactive not reactive Adequately plans the
project Is Authoritative (NOT Authoritarian) Is Decisive Is a Good
Communicator Manages by data and facts not uniformed optimism Leads
by example Has sound Judgement Is a Motivator Is Diplomatic Can
Delegate
- 10. Stakeholder Engagement
- 11. Stakeholder A person or group of people who have a vested
interest in the success of an organization and the environment in
which the organization operates
- 12. Exercise 2 Write down three typical project
stakeholders
- 13. Exercise 2 - Typical Stakeholders Sponsor Funding Body
Customer Suppliers End User HSE/Environmental Agency Maintenance
Team Neighbours/Community/Shareholders Fusion Community
Interfaces
- 14. Stakeholder Engagement process Identify Stakeholders Assess
needs Define actions Establish communication channels Gather
feedback Monitor and review
- 15. The Project Process Project set-upMajor Project Proposals
Project Definition Conceptual Design Scheme Design Detailed Design
Tender Invitation & Assessment Manufacture Equipment Install
Equipment Confirm Completion Test & Commission Project Review
Appoint Project Sponsor Assess Project Priority Assess Budget
Implications Est. Proj. Deliverables and Objectives Appoint Project
Leader Approve Project Set-up Draft Statement of Requirements (SoR)
Review & Approve SoR Identify Resources Appoint Project Team
Produce & Maintain Procurement Plans Undertake Project Risk
Assessment Prepare Project Boundary Document Develop Project
Management Plan (PMP)* Raise initial TCD-R/PERF** Prepare
Preliminary Conceptual Design** Raise/Extend/Update initial
TCD-R/PERF Prepare Outline Conceptual Design Define Design
Constraints Prepare Interface Requirements Spec. (IRP) Finalise
Conceptual Design Hold Conceptual Design Review (CDR) Clear CDR
Issues Initiate Modification Safety Case Update PMP Approve Proceed
to Detailed Design Raise/Extend Sub-system TCD-Rs/PERFs Agree
Classifications & Interfaces Prepare Sub-system Scheme Design
Hold Sub-system Scheme Design Review (SDR) Clear Sub-system SDR
Issues Update PMP Use TCD-I/MMAC for Sub-system SD Approval Extend
TCD-Rs/PERFs Prepare Sub-system Detailed Design Hold Detailed
Design Review (DDR) Clear Sub-system DDR Issues Use TCD-I/MMAC for
Sub-system DD Approval Prepare Final Documents including: - Design
Documents., Machine Compatibility Documents., Safety Case
Modification Compile Tender Docs.*** Send out Invitations (ITTS)
Hold Clarification Meetings Receive Tenders Evaluate Tenders
Arrange site visits Approve changes to Specs. Choose preferred
Company Raise Contract Documentation Place Contract Hold Kick off
Meeting (KOM) Clarify Issues (Quality Plan) Monitor Progress
Witness key Procedures Complete Release Note Approve Complete
Package**** Approve Release Note Pack & Dispatch Equipment
Receive Equipment Pre-test Equipment Install equipment Test
Equipment against Test Schedule Commission Complete System Confirm
Technical Completion Review Project Records Complete Handover
Documents Resolve Reservations Obtain Acceptance of Completed
Project Initiate Project Undertake Design Implement Project
Complete Project EFDA/CSU/JOC Management Project Leader/Project
Team/EFDA/CSU Project Team/IRP/EFDA/CSU/JDC Project Team/Interfaces
Project Team/Interfaces/EFDA/CSU/JDC Project Team/ICM Project
Team/ICM/EFDA/CSU Project Team/EFDA/CSU Project Team/CSU Undertake
Post Project Review Project Team/Contracts/EFDA Project
Team/Contractor/ICM Prepare Technical Design Ensure Machine
Compatibility Prepare Safety Case Modification *** These will
comprise: - Technical Specification - Drawings - Contractual
Requirements Note: Overall Project Management and Reporting will be
as defined in the Project Management Plan (PMP) **** This includes
supporting documentation Gate 4 Gate 1 Gate 2 Gate 3 Gates (Formal
Decision Points) See accompanying notes Gate 0 Project
Justification - Approve Project Definition Design Approval -
Approval of Final Documents Readiness for Manufacture - Approval to
place Contract Readiness for Operation - Acceptance of System
Strategic and Budgetary Approval Undertake Tender * This will
include: - Initial WBS, OBS and CBS - Project Plan - Risk and
Procurement Strategies ** These will only take place here for large
projects demanding DO effort for preliminary Conceptual work
UNCONTROLLED WHEN PRINTED
- 16. Key Points in Project Set-up and Definition Create Project
Management Plan (PMP) Be clear of scope and objectives Establish
clear statement of what is to be done (WBS) Establish Risks to be
Managed Establish Costs and Durations Establish Resources
Required
- 17. Project management Plan - PMP Master Document for Project
Defines the following:- Project Objectives, Scope, Deliverables
Stakeholders (Internal & External) Work to be done (WBS)
Project Organisation and Resources (OBS) Project Costing (CBS)
Project Schedule Procurement/Contract Strategy Risk Management
Quality management Change Management
- 18. Project Planning
- 19. Project Planning Adequate planning leads to the correct
completion of work
- 20. Planning Inadequate planning leads to frustration towards
the end of the project & poor project performance Project Start
Project End
- 21. Work Breakdown Structure (WBS) The Work Breakdown Structure
is the foundation for effective project planning, costing and
management. It is the most important aspect in setting-up a Project
It is the foundation on which everything else builds
- 22. Work Breakdown Structure - Definition A Work Breakdown
Structure (WBS) is a hierarchical (from general to specific) tree
structure of deliverables and tasks that need to be performed to
complete a project.
- 23. Example WBS - Top Level ILW Project B e R e c y c lin g 1 .
1 . 1 . 0 .0 B u lk W D iv e r t o r 1 . 1 . 2 . 0 .0 W C o a t in
g s 1 . 1 . 3 . 0 .0 M a r k e r s 1 . 1 . 4 . 0 .0 R & D M a n
a g e m e n t 1 . 1 . 5 . 0 .0 R e s e a r c h & D e v e lo p m
e n t 1 . 1 . 0 . 0 .0 S lic e d B e T ile s 1 . 2 . 1 . 0 .0 B u
lk M e t a l T ile s 1 . 2 . 2 . 0 .0 W C o a t e d C F C T ile s 1
. 2 . 3 . 0 .0 E m b e d d e d D ia g n o s t ic s 1 . 2 . 4 . 0 .0
E n g in e e r in g D & M M a n a g e m e n t 1 . 2 . 5 . 0 .0
B u lk W T ile s 1 . 2 . 6 . 0 .0 C o m p o n e n t I n s p e c t
& R e - p a c k 1 . 2 . 7 . 0 .0 E n g in e e r in g D e s ig n
& M a n u f a c t u re 1 . 2 . 0 . 0 .0 R e m o te H a n d lin
g 1 . 3 . 1 . 0 .0 T o r u s I n s t a lla t io n G r o u p 1 . 3 .
2 . 0 .0 W a s t e M a n . G r o u p 1 . 3 . 3 . 0 .0 V a c u u m G
r o u p 1 . 3 . 4 . 0 .0 I L W T ile R e m o v a l & R e p la c
e m e n t 1 . 3 . 5 . 0 .0 E P 2 S h u t d o w n M a n a g e m e n
t 1 . 3 . 6 . 0 .0 E P 2 S h u t d o w n 1 . 3 . 0 . 0 .0 O v e r a
ll P r o je c t M a n a g e m e n t 1 . 4 . 1 . 0 .0 C o n t r a c
t u a l M a n a g e m e n t 1 . 4 . 2 . 0 .0 S a f e t y & H P
M a n a g e m e n t 1 . 4 . 3 . 0 .0 Q u a lity M a n a g e m e n t
1 . 4 . 4 . 0 .0 F Z J C o n t r a c t M a n a g e m e n t 1 . 4 .
5 . 0 .0 P r o je c t M a n a g e m e n t 1 . 4 . 0 . 0 .0 A s s e
s s J E T B e S t o c k s 1 . 5 . 1 . 0 .0 P r e p a r e & S h
ip J E T B e 1 . 5 . 2 . 0 .0 B e R e c y c lin g 1 . 5 . 0 . 0 .0
S lic e d B e T ile s I n s t a ll P r e p . 1 . 6 . 1 . 0 .0 B u
lk M e t a l T ile s I n s t a ll P r e p . 1 . 6 . 2 . 0 .0 W C o
a t e d C F C I n s t a ll P r e p . 1 . 6 . 3 . 0 .0 E m b e d . D
ia g . I n s t a ll P r e p . 1 . 6 . 4 . 0 .0 I n s t a ll P r e p
. M a n a g e m e n t 1 . 6 . 5 . 0 .0 I n s t a ll P r e p . B u
lk W 1 . 6 . 6 . 0 .0 I n s t a ll P r e p . O t h e r A c t iv it
ie s 1 . 6 . 7 . 0 .0 I n s t a lla t io n P r e p a r a t io n 1 .
6 . 0 . 0 .0 E n g in e e r in g D e s ig n & M a n u f. 1 . 7
. 1 . 0 .0 E r o s io n / D e p o s it io n A s s e m b y & C a
lib . 1 . 7 . 2 . 0 .0 E r o s io n / D e p o s it io n I n s t a
lla t io n 1 . 7 . 3 . 0 .0 E r o s io n / D e p o s it io n M a n
a g e m e n t 1 . 7 . 4 . 0 .0 E r o s io n / D e p o s it io n f o
r I L W 1 . 7 . 0 . 0 .0 I T E R - L i k e W a l l P r o j e c t 1
. 0 . 0 . 0 .0
- 24. Example WBS - Top Level TSCL Project K e y P r o je c t M
ile s t o n e s 1 . 1 . 1 . 0 .0 K e y P r o je c t D e liv e r a b
le s 1 . 1 . 2 . 0 .0 K e y I T E R M ile s to n e s & I P L 1
. 1 . 3 . 0 .0 O v e r a ll M a n a g e m e n t 1 . 1 . 4 . 0 .0 S
a f e t y & H P M a n a g e m e n t 1 . 1 . 5 . 0 .0 R is k M a
n a g e m e n t 1 . 1 . 6 . 0 .0 Q u a lity M a n a g e m e n t 1 .
1 . 7 . 0 .0 L I D A R P r o je c t M a n a g e m e n t 1 . 1 . 0 .
0 .0 O v e r a ll C lu s t e r C o - o r d in a t io n 1 . 2 . 1 .
0 .0 P e r fo r m a n c e A n a ly s is 1 . 2 . 2 . 0 .0 L I D A R
N e u t r o n ic s 1 . 2 . 3 . 0 .0 S c a tt e r in g T h e o ry 1
. 2 . 4 . 0 .0 R & D T a s k s 1 . 2 . 5 . 0 .0 R a d ia t io n
E f f e c t s D a ta 1 . 2 . 6 . 0 .0 R e m o te H a n d lin g 1 .
2 . 7 . 0 .0 I t e m T e s t U n it 1 . 2 . 8 . 0 .0 E n g in e e r
in g A n a ly s is 1 . 2 . 9 . 0 .0 L I D A R S y s t e m C o n c e
p ts 1 . 2 . 0 . 0 .0 L a s e rs 1 . 3 . 1 . 0 .0 L a s e r L a y o
u t 1 . 3 . 2 . 0 .0 L a s e r B e a m C o m b in e r 1 . 3 . 3 . 0
.0 L a s e r S y s t e m s 1 . 3 . 0 . 0 .0 C o lle c t io n O p t
ic a l D e s ig n 1 . 4 . 1 . 0 .0 C o lle c t io n W in d o w s 1
. 4 . 2 . 0 .0 I n - V a c u u m C o lle c t io n M ir r o rs 1 . 4
. 3 . 0 .0 E x - V a c u u m C o lle c t io n O p t ic s 1 . 4 . 4
. 0 .0 C o lle c t io n O p t ic s M e c h a n ic a l D e s ig n 1
. 4 . 5 . 0 .0 S p e c t r o m e t e r S y s t e m 1 . 4 . 6 . 0 .0
D e t e c t o rs 1 . 4 . 7 . 0 .0 A lig n m e n t S y s t e m 1 . 4
. 8 . 0 .0 C a lib r a t io n S y s t e m 1 . 4 . 9 . 0 .0 C o lle
c t io n O p t ic s 1 . 4 . 0 . 0 .0 L a s e r P a th O p t ic a l
D e s ig n 1 . 5 . 1 . 0 .0 L a s e r W in d o w s 1 . 5 . 2 . 0 .0
P la s m a F a c in g L a s e r M ir r o rs 1 . 5 . 3 . 0 .0 O t h
e r L a s e r M ir r o r s 1 . 5 . 4 . 0 .0 L a s e r P a th M e c
h a n ic a l D e s ig n 1 . 5 . 5 . 0 .0 B e a m D u m p 1 . 5 . 6
. 0 .0 A lig n m e n t S y s t e m 1 . 5 . 7 . 0 .0 C a lib r a t
io n S y s t e m 1 . 5 . 8 . 0 .0 L a s e r P a th O p t ic s 1 . 5
. 0 . 0 .0 C o n t r o l S y s t e m I n t e rf a c e D e f in it
io n 1 . 6 . 1 . 0 .0 C o n t r o l S y s t e m 1 . 6 . 2 . 0 .0 A
c q u is it io n S y s t e m 1 . 6 . 3 . 0 .0 L I D A R I n s tr u
m e n t a t io n 1 . 6 . 4 . 0 .0 S a f e ty I n t e r lo c k s 1 .
6 . 5 . 0 .0 S a f e ty S y s t e m 1 . 6 . 6 . 0 .0 C o n t r o l
& A c q u is it io n 1 . 6 . 0 . 0 .0 S h u t t e r s 1 . 7 . 1
. 0 .0 L a b y r in th 1 . 7 . 2 . 0 .0 E x t e n s io n T u b e s
& M ir r o r M o u n t in g 1 . 7 . 3 . 0 .0 E x t e rn a l P o
r t O p t ic s M o u n t in g 1 . 7 . 4 . 0 .0 B io s h ie ld 1 . 7
. 5 . 0 .0 B S M P e n e t r a t io n s 1 . 7 . 6 . 0 .0 E M A n a
ly s is f o r I n - P o r t C o m p . 1 . 7 . 7 . 0 .0 L I D A R P
o r t E n g in e e r in g 1 . 7 . 0 . 0 .0 W a t e r S e r v ic e s
1 . 8 . 1 . 0 .0 I n t e r s p a c e V a c u u m 1 . 8 . 2 . 0 .0 L
I D A R P o w e r 1 . 8 . 3 . 0 .0 S p e c t r o m e t e r A r e a
1 . 8 . 4 . 0 .0 L a s e r R o o m 1 . 8 . 5 . 0 .0 P o r t C e ll/
I n t e r s p a c e 1 . 8 . 6 . 0 .0 L I D A R S e r v ic e s 1 . 8
. 0 . 0 .0 L I D A R I n t e rf a c e s 1 . 9 . 1 . 0 .0 M o c k -
u p F a c ilit y 1 . 9 . 2 . 0 .0 B a s ic M o c k - u p T e s t s
1 . 9 . 3 . 0 .0 T o k a m a k T e s t s 1 . 9 . 4 . 0 .0 F in a l
S y s t e m T e s t in g 1 . 9 . 5 . 0 .0 S y s t e m A s s e m b
ly & D is - a s s e m b ly 1 . 9 . 6 . 0 .0 I n t e r f a c e s
& I n t e g r a t e d T e s t in g 1 . 9 . 0 . 0 .0 T h o m s o
n S c a tt e r in g C o r e ( L I D A R ) 5 . 5 . C .1 . 0 . 0 . 0
.0 O p t ic a l S y s t e m s 5 . 5 . C .0 . 0 . 0 . 0 .0
- 25. Project Planning WBS (1) Lowest Level of WBS is the Work
Package (WP) WP can be clearly defined allowing package to be
costed, scheduled and resourced WP contains a list of Tasks to be
Performed that form the basis for the Schedule WP allows assignment
of responsibilities (Work Package Manger, WPM)
- 26. Project Planning WBS (2) WBS allows hierarchical build-up
of costs and schedule Cost and Schedule can be reported at any
level of the WBS WBS facilitates strong management during project
execution (Cost and Schedule control) WBS can be used for many
other things - Document Management, Risk Management etc.
- 27. Project Planning A word about Scheduling Schedules (task
durations) can have a wide variation There is no unique answer.
Rather, there is a statistical variation depending on assumptions
Need to understand the basis of scheduling (Most challenging; Most
likely; Absolute certainty - bet your life on it!) Most people are
very optimistic/naive
- 28. Common schedule development Accuracy of Timescale Estimates
0 10 20 30 40 50 60 70 80 90 100 1 2 3 4 5 6 7 8 9 10 11 12 13 14
15 16 17 Timescale Probability First Estimate Subsequent
Estimates
- 29. Example WBS for the ITER-Like Wall & TSCL Projects MJ
KearILW WBS TSCL WBS ILRH Schedule
- 30. Project Planning Key Points Recognise that adequate project
planning is essential Produce a sound WBS Use the framework
provided by the Project Management Plan (PMP) template Involve the
right people Allow enough time Be systematic
- 31. Project Risk Management
- 32. Project Risk Definition (1) Project risk is an uncertain
event or condition that, if it occurs, has a positive or negative
effect on a project objective
- 33. Project Risk Definition (2) A combination of the
probability of a defined threat or opportunity (Likelihood) and the
magnitude of the consequences of the occurrence (Impact) defines a
Risk Index
- 34. Risk Impact Threat Scope Poor Quality Product Threat
Schedule Late Delivery Threat Cost Overspend In addition there are
health, safety and environmental threats that must be managed (CDM
Regulations)
- 35. Risk Management Process Identify Risks Assess likelihood
and impact Rank risks and prioritise Define risk management
approach & actions Implement actions Monitor & review
- 36. Example Risk Management for the ITER-Like Wall Project MJ
Kear Microsoft PowerPoint Presentation
- 37. Risk Management Key Points Make the management of risk
integral to the way the project is managed Ensure that cost and
time contingencies are consistent with identified risks Focus on
the significant few dont try to manage too many risks Be vigilant
and proactive
- 38. Project Monitoring and Control
- 39. Exercise 3 Write down three typical project
control/monitoring activities
- 40. Project Monitoring Typical Monitoring Activities regular
reviews of progress against schedule using WBS as basis (Plan
against Baseline) regular review of actual costs (O/P from SAP)
against budgeted costs and Earned Value at WBS level regular review
of resource loading regular progress meetings with project team
regular meetings with contractors production of periodic progress
reports risk reviews inspections/ audits
- 41. Project Control Typical Control Activities assign
responsibilities at Work Package level staged authorisation of work
to be done staged release of budgets (staged release of WBS(e)
numbers) ensure PM has a Management Reserve under his control seek
corrective action reports when WPs go off track (overrunning or
overspending) release Management Reserve carefully
- 42. Project Monitoring and Control Summary Monitor against the
plan status regularly Take a factual approach to decisions Identify
management action early Check that defined controls are being
applied correct if necessary Apply change control
- 43. Introduction to Design Management
- 44. Design Management Design takes place as part of a project
Design Management is part of Project Management Design Management
considerations must be included in the PMP
- 45. Exercise 4 Write down three Design Management
Activities
- 46. Exercise 4 - Design Management Activities Sub-divide Design
Stages (CD, SD & DD) Sub-divide Tasks (WBS) Define Constraints
and Interfaces (WPD Summary Sheet) Formally Initiate the Design
(TCD-R/PERF) Ensure Design conforms to H&SE and CDM
Requirements Hold Design Reviews (Peer review) Formally Approve
Design (TCD-I/MMAC)
- 47. Design Stages Conceptual Design Scheme Design Detailed
Design
- 48. Conceptual Design Phase TCD-R Decide Local or TCS route
Develop Conceptual Design Define Constraints & Interfaces Carry
out Conceptual Design Review Initiate Safety Case Modification if
required Obtain Approval to Proceed to next stage
- 49. Scheme and Detailed Design Basic considerations and process
similar to concept Need to ensure that safety & environmental
issues receive proper consideration as design develops (CDM
Regulations)
- 50. Exercise 5 List who should be invited to a design review
Write down three issues that should be considered at a design
review
- 51. Exercise 5 - Design Reviews, Attendance Project Leader or
nominee (Chairman) RO (Work Package Manager) Customer End User
Safety and Quality Reps All other Relevant Interfaces/Stakeholders
Other Experts in the area being reviewed
- 52. Exercise 5 - Design Reviews, Issues to Consider Assumptions
and Constraints Technical Solutions - Does it meet the Spec?
Safety, Environment and CDM issues Can it be
Manufactured/Maintained? Actions from previous DRs Issues to be
resolved (including Timescales)
- 53. Safety & Environment Need to ensure that safety &
environmental issues receive proper consideration as design
develops Involve the right people from the start Systematically
identify issues Hazards/Risks, Environmental Aspects & Impacts
Carry out rigorous reviews at each design stage Control Design
Changes MUST take note of CDM Regulations
- 54. CDM Regulations CDM - Construction (Design &
Management) Regulations recently updated Now must have someone in
EACH Project Responsible for CDM Currently information is on the
Conceptual, Scheme & Detailed Design steps on the Process Maps
More information will be developed over the coming months
- 55. Design Change control Needs to be a formal and defined
procedure New procedure in place CD/P/J008 for JET Facilities
- 56. Confirm Completion Ensure design records are complete and
accurate Ensure any outstanding actions or issues are addressed
Ensure Maintenance Records are produced Ensure User Manuals are
produced Hold a formal Post Project review